Corporate drag 'hamstrings customer-centric marketing'AdNews“Linking our teams together with a singular customer goal has helped us to do even more with less investment.

Billy R Bennett's insight:

A very good infographic - and if the data is correct, then organizations are in more trouble than many of us thought. "Corporate Drag" is a term that is growing in popularity. It is the idea that all of our work in process improvement and data management has disconnected people from the real purpose of work - to deliver products and services they want, need and appreciate using. The more internal we become the more we do business with ourselves instead of our customers.

ALIGNMENT is the missing piece. 65% of organizations have an agreed-upon strategy. 14% of employees understand the organization’s strategy. Less than 10% of all organizations successfully execute the strategy.

Billy R Bennett's insight:

The data in the article is not new... but it should still shock organization leaders. The gap between top level strategy and frontline action is rarely aligned.

Think leadership is logical?Troy MediaNowhere is this link more evident than in leading organizational change efforts, and most leaders are aware of the need to present change in ways that resonate both logically and emotionally.

Billy R Bennett's insight:

This is a crash course in the science of emotional connection and why leaders need to understand that the art of leadership is much more effective when backed by good science.

I too have heard the "But it would be much easier if people weren't so emotional" comment. More than once. Here's the big lesson on that... it can be much easierbecausepeople are emotional. If you "get it" as a leader this your key. Find ways to connect to the emotions of the people you are leading and people will spend much less time questioning if the facts of change are valid.

I guarantee change will always be more difficult if you have not made an emotional connection first, last and always.

Your ability to connect at an emotional level may be the single most important factor to gaining trust... and trust is the single most important determinant of successful transitions.

BY BILLY BENNETT Dean, a good friend and long time colleague told me recently about a series of “2fer” conversations he’s had with his team. Are you using the 2fer principle? If not, you may...

Billy R Bennett's insight:

"Two for the price of one" the "2fer"

It means don't just fix the problem - improve the capability - at the same time.

Leaders, especially technical leaders, need to master the art of the 2fer. It is so easy to get wrapped up in the conversation about devices and technology – or processes and data – that you lose sight of the big picture. You lose sight of the purpose: doing the right thing – delivering products and services which overcome the challenges experienced by customers, investors and societies.

The leader who does not appreciate the art of the 2fer fails to see an unfolding future and as a result makes decisions based on short term pain relief. In other words, the future is sacrificed for the pressure of the day.

When you appreciate the 2fer, you expand the principle beyond the conversation – it becomes the guiding principle of people and organization development. The things we do build capacity for the next step. Each step we take becomes a foundation for the next, or it is just walking in place.

Corporate drag 'hamstrings customer-centric marketing'AdNews“Linking our teams together with a singular customer goal has helped us to do even more with less investment.

Billy R Bennett's insight:

A very good infographic - and if the data is correct, then organizations are in more trouble than many of us thought. "Corporate Drag" is a term that is growing in popularity. It is the idea that all of our work in process improvement and data management has disconnected people from the real purpose of work - to deliver products and services they want, need and appreciate using. The more internal we become the more we do business with ourselves instead of our customers.

Employees Perform Better When They Can Control Their Space blogs.hbr.org (blog) But all organizations should carefully consider what they can do to give employees the spaces and tools that enhance and support their workday tasks as well as...

Billy R Bennett's insight:

A good review of the principles around building the space where teams work. There are two principles to keep in mind when trying to keep an organization aligned on high performance - you must build positive stress and reduce the negative space... in this case space should encourage freedom of choice (when, where and how to work) , space that allows a good mix of concentration and collaboration. Space should also create positive energy,

Take a walk around your workplace...is it designed for high performance or just as a place to contain furniture and people?

It is not unusual for most organizations to to think of space in terms of "bigger" or "smaller". In our organization design work, SPACE design is very often a part of the project. Imagine taking a clean sheet approach not only to process but also to the physical space where the process happens.

When looking at your own organization, spend time thinking about work taking place in an empty space... how would you design the space to fit the work... to encourage positive progress?

Engaged Employees and Satisfied Customers Dominate Thinking of CEOs in 2014 4-traders (press release) CEOs put their workforces at the center of the Operational Excellence challenge, with performance management and accountability a key strategy...

Billy R Bennett's insight:

A recently released survey of 300 global execs show much more alignment among CEO's as to the big challenges of this year. "Engagement" is one of the top 2 challenges across every region.

However, the picture of alignment needs becomes a bit clearer as you read more of the report...

CEO's are also concerned about improving the alignment of strategy and operational capabilities. It seems the concern is not so much technical capabilities - but real people to people performance challenges. At the top of the list are also two other very important concerns... Reshaping performance management, and "Engaging personally with customers and clients."

There is awareness that its not about improving the numnber of units per employee -- its about getting the right units in the hands of the right customers.

This is survey data that every CEO and HR leader should pay attention to...

This data confirms our discussions with clients facing similar challenges. As business activity continues to improve, organizations are recognizing that survival thinking has to shift to growth thinking. The ability to "re-load" is key to the shift... however, many are poorly prepared for building talent. Here are some key points from the article on the survey - do they sound like your organization?

Career paths are poorly defined. Only one out of three respondents has defined vertical career paths, and fewer (25%) have dual career paths for managers and individual contributors.

Companies are not leveraging technology effectively. Even though two-thirds (67%) of organizations are already using technology to provide access to learning and development programs, less than half (44%) make effective use of this technology.

Managers are ill-equipped to handle key aspects of career management. Only one in four respondents say managers are effective at providing career management support to employees.

Relatively few organizations even know if programs are working. Less than four in 10 (38%) monitor the implementation of career management programs to ensure they are consistent with their objectives and guidelines.

How to Align Employees with Your Company's VisionTech CocktailAlex Raymond: Most companies aren't aligned because executives and managers don't spend the time necessary to communicate the company's mission, vision, and goals to all employees.

Billy R Bennett's insight:

There are two interesting parts of the article for me...

First, Kapta has data that nearly 50% of employee activity is not aligned with an organizations goals

Second. Alex Raymond's four part framework for effective goal setting:

Clear: There should be no business jargon or crazy acronyms in the goal. Plain English that anyone can understand is best.

Ambitious: The goal should be bold and exciting, something for people to rally around. Not impossible to reach, but still aggressive.

Inclusive: Everyone in the company needs to understand how they contribute to each goal. Otherwise, employees can lose motivation and clarity.

Defined: Goals need to have specific metrics and deadlines to be effective. Don’t be too detailed, but at least make sure you know what success looks like.

How To Earn Your Employees' Respect -- Without Terrifying Them

Attila the Hun I’ve been chewing on these ideas for awhile, especially after I sat in on a scrum with my development team.

Billy R Bennett's insight:

Do you provide employees with these three things that define competent management?Clearly defined expectations. Tools and resources.Predictable management behavior. The last one really is important if you don't want to scare the "bejeebees" out of your staff. Here's my suggestion, if you sit in a meeting and find behaviors or content which is dramatically unaligned with your expectations, then it is time to go back to the drawing board of your alignment tactics. Don't rule out dramatic responses...just make sure it's logical, planned and purposefulwww.pyramidodi.com

2020 isn’t the future; the future is now. Every day, the look and feel and function of marketing is transforming radically—and so the means to keep up must be transforming too.

Billy R Bennett's insight:

How insightful is this article?

Non-negotiable characteristics of the 2020 marketing organization: a goal of business growth; a clear purpose; complete internal alignment of functional areas; clearly defined roles and responsibilities of each individual; research centers and data-informed efforts; an amalgam of agency partners as well as an in-house agency-like team; cross-platform social-media engagement; a strong CMO-CEO connection.

You would think that "A goal of business growth, A clear purpose, complete internal alignment of functional areas and clearly defined roles and responsibilities..." need not be mentioned. However, the insightfulness of the article is just this - in today's focus on big data and social engagement - none of this has value without the first four non-negotiable must haves.

What if you could deliver customized assessments for your company's specific "success competencies"?

Billy R Bennett's insight:

You have been there ... big changes coming, new skills needed - now what?

What if you could deliver customized assessments for your company's specific "success competencies"? And, what if those assessments could be delivered online anywhere in the world and results available in a few hours? Would that impact your talent development plans?

International Launch

Pyramid ODI will soon launch the international version of PROBICO a competency assessment system created in by Prof. Dr. Gudrun Frank, Regional Vice President of Pyramid ODI and founder of Exprobico.

What makes Probico unique? The ability to create a full competency profile for a whole organization or a specific job and then launch assesments for the customized profile in a matter of days.

Competency based talent development is best practice in talent management - but developing assessments usually require months of work. By the time you settle on the competencies and create assessments - the requirements change. The Probico system uses a growing database of competencies and quesitons used for assessments. This allows developers the opportunities to custom match competencies and test questions for a company's uniqe culture. At the moment the number of exceeds 100 competencies and 1000 questions.

Currently the system is in use in several universities in Germany and is used to the universities and students to adapt to the professional requirements of their future employers.

Symantec is getting rid of 30-40% of its managers — here's why Financial Post Symantec has languished for quite some time because we weren't structured in a way that allowed for us to implement a new strategy, have the right organization in place...

Billy R Bennett's insight:

Are your mergers blocking your alignment?

This is a good peek into what is usually a gut-wrenching is most organizaitons. I am sure there are at least a few "tweeks" in this one as well. Here are the high points:

Acquisitions with little integration...

According to CEO Bennett (no relation) Symantec had made a number of acquisitions - but "never made the tough decisions to align the expense structure to the revenue opportunity."

Translation:Symantec leadership did as many companies did in the last 20 years - acquire and move on. As a result Symantec brought nothing to the marriage except money. Not a great basis for a relationship. There is only one thing worse - conducting cost down activities only focused on cost reduction - not value creation.

And block progress...

What was the result: "we weren’t structured in a way that allowed for us to implement a new strategy, have the right organization in place and achieve the goals"

Translation: Symantec was stuck in neutral. Most likely they tossed strategies out to the organization and never looked back to see if anyone was following. Of course since little real integration took place few were following.

So how are they reducing 30-40% of management? By doing what should have been done long ago. Bringing value to the marriage by blending talents , processes, combining the ideas of people across the organization in ways to create new value from the combination. The main aim to open the organization to alignment potential... Simplify work while you simplify structure. Easier said than done.

Lesson: Attaching is not integrating. Bring value to the relationship or you will never align people to success.

BusinessNewsDailyEmployers Can't Just Talk About Corporate CultureBusinessNewsDailyAs employers seek to attract today's top candidates, they often brand themselves by touting their unique company cultures.

Billy R Bennett's insight:

Culture is hard work. Engagement is not.

Engagement is not difficult - as long as you "say what you mean and mean what you say" in your organization. That's where the culture bit comes into play. What are you really valuing and reinforcing in your organization? Honesty about this is the only way to engage, align and build a culture that lives strategy instead of "eating it for breakfast" as the saying goes.

According to the article too many companies say the same thing "integrity, trust, innovation, customer focus"... Blah, Blah, Blah. or as the Brent Daily, founder of RoundPegg - the author of the study - said "Cliche... integrity, customer focus and respect are all popular values chosen by companies, these are all examples of behaviors companies hope to see in their employees rather than precise and defined values,"

Ouch! Hope to see in employees?

Brent continues, " they are more for marketing and positioning than for understanding a culture and driving a culture forward."

Values are not "hope to see." Values are are daily reality checks on behavior, performance, and outcome. Unless, of course, you intend to sell a facade to customers... manipulating "the buy" instead of delivering the promised value. You will never find employees fully engaged when words repeatedly fail to match actions. They will see past the facade recognizing efforts to "engage" as requests to be an accomplice to a lie. Yes, that is a bit harsh. However, all of us entering organizations for the first time learn very quickly what words really mean. So, we do know the truth even when it hurts. We adjust our behavior to fit the true norms or perish.

What are your true norms?

What are the values...really? If they do not match your web site's display, then you face a leadership decision. Do we remove or rewrite the values we really reward... or do we reconsider and reinforce the values as who we must be - not who we "hope to be."

Depending on your size, your investment in leadership development increased 14%-23% last year. Two thirds of that money was spent on executives (who have already arrived) and less than 8% is spent on leaders who will be in control in the next 10 years. And the worst category of all...the least amount of spend... front line leadership (supervision).

The who question is important, but the answer to the problem is not "who?" but "why?". The why question brings this back to alignment. Leadership development should be aimed at supporting alignment of culture and strategy. Effective gap analysis dictates the "task" - where the money is spent. However, the real reason behind most leadership development is not strategic ... it is retention.

As we exit the recession, talent is again on top of the agenda... however the need is great so we panic and throw money at leadership development -- not to develop leadership but to retain bodies in leadership positions. This is bad spend for a number of reasons... The greatest is the wasted opportunity to make more people successful as the organization succeeds.

A couple of things to think about...

1. Training for the sake of training may be nice but "any training" is never as valuable as "purposeful education" - developing specific knowledge and skills related to the strategic leadership needs of the organization.

2. Leadership grows over a few years not in a few workshops. Education opportunities are great, but they are just fertilizer for experience...and experience is where real skills are crafted. I bet your most important lessons came early in your career followed by multiple opportunities to practice, test and shape concepts into skills. Learning is lifelong but I have seen many leaders fail because they missed out on basic leadership and supervision lessons early in their career - not because they missed an executive development session.

3. Leadership Development is rarely a "standard package" it should reflect and shape the culture you intend to create - not one purchased from a standard "off the shelf" program. You can't purchase culture. Start by designing the culture you intend and then build your leadership development around the core components and competencies. It's more work - but the ROI is always greater and worth it.

Billy R. Bennett

Billy is CEO of Pyramid ODI an organization development company celebrating 25 years of creating strategies and tactics to align organizations toward success.

By Billy Bennett Failure can be a great teacher. I prefer to call them “Do-Overs.” Life provides opportunities to apply lessons from one situation to another one later. At that point, you...

Billy R Bennett's insight:

Our latest blog post.

Some leaders think that their image will suffer if they use an independent facilitator. You could be headed for trouble and worrying about the wrong things if you have found yourself in that situation.

What can you do to help lead in your next initiative?

Get a partner and learn how to use them to get the most from your group while freeing you to play your leader role in full.

Here are 4 tips from the article

Check readiness first – think about using a third party “outsider” to help you assess potential barriers you may have deal with in the upcoming change.

Have your initiative leaders participate in facilitation training – separate from any specific intervention process (SAP implementation, Six Sigma, Lean…). Consider a custom design that fits with any barriers you may have uncovered. We have helped many clients with facilitator development workshops and coaching. This allows them ready access to facilitation support and provides more people who have a real understanding of what makes good meetings and good decision making.

Have external “outside” facilitators available to use for special times or situations where some neutrality is needed to help groups to move more quickly beyond relationship barriers. A external facilitator is not needed in every meeting -but certainly they help when significant decisions, increased focus, or team breakthroughs are high on the outcome list.

Make trust building as a goal of all work initiatives. Design approaches that establish personal safety, healthy debate, and sharing of recognition for contribution as well as ultimate success. When you review initiatives do a check on trust… “Was there anything that happened during the intervention where may have lost something?” “Was there anything that happened that helped us to gain trust with anyone?”, “After this event, when it comes to trust, are we better, worse, or no change?” Most of the time, you want to follow a Hippocratic principle… “Do no harm” – otherwise look for opportunities to make breakthroughs in understanding and relationships.

With a little introspection and fine-tuning of the interview process, Uber found the right people to accelerate its growth.

Billy R Bennett's insight:

The mantra of most selection managers is "Past behavior is the greatest predictor of future behavior". True. However, Uber uses a variety of assessment tools to go beyond the past and focus on the skills that can be measured. It also does something else, it puts them into a very different country culture.

If you haven't ridden with Uber you should try it. I have used them in Europe and the middle east. All I can say is Wow.

So past behavior is the greatest predictor of future behavior... in the same culture. If you truly create a different culture, you will also have to create new ways of selecting the people you need to thrive in that culture. It's likely to be different.

Career Coach: Are you an ethical leader?Washington PostJoyce E. A. Russell is the vice dean and the director of the Executive Coaching and Leadership Development Program at the University of Maryland's Robert H.

Billy R Bennett's insight:

This should be just another "Mom and apple pie" piece. It should be so obvious that Joyce would hesitate to even write the article. However, as she says in her opening line...

"Decades of leadership and business scandals have led many to be skeptical that anyone can be an ethical leader".

This should be easy. "Do Right" and everyone wins.

Skepticism. Bred not only from scandals but also from years of people disconnecting and devaluing relationships at work. The expectation is - people look out for themselves first. The assumption is everyone starts with WIIFM - what's in it for me.

But that's not what everyone wants.

Leaders influence people to change... to move to another place than the one they are in. That is the essential difference between leaders and managers. In order for people to make the move - they must believe that their leader is ethical... that their leader is worthy of trust.

If you want to be seen as an ethical leader then it is about what you do. About what you are seen "doing". You know, "He says he wants... but what he really means ..." They learn this by observing your behavior.

If you are not confident about the messages you have given your "followers' then try this

Have frequent "what if" discussions - pose an ethical work dilemma and talk through how it should be solved.

Ask your staff what decision in the past year was the most for its ethics.

What was the one action you've seen in anyone that built confidence in the personal ethics of any leader in your organization.

Make a personal commitment to reflect on your behavior and ask the question "does my action match my words and my beliefs." In other words,

Amazon.com doesn't rush into filling higher-level jobs. Indeed, the e-commerce giant has a gantlet of people, dubbed "bar raisers," who must sign off on would-be hires.

Billy R Bennett's insight:

A rare insight into the DNA of a consistently good company. In spite of the latest fads, Amazon applies good logic... set out to achieve, build a process to win, and craft it to insure success..

In this case, Amazon uses employees developed and dedicated to interviewing potential new hires for "fit".

"The bar raiser is Amazon's distinction. To become a bar raiser, a worker generally must have conducted dozens or hundreds of interviews, and gained a reputation for asking tough questions and identifying candidates who go on to be stars."

We've used this process with several of our clients with great success. However, it is rare to find the discipline required to make it a permanent component of the hiring process.

2014 Healthcare Predictions, Part OneD Healthcare DailyWe'll see initiatives to develop stronger physician alignment by hospitals and health systems with special emphasis on alignment with primary care physicians.

Billy R Bennett's insight:

The USA is gradually... (oh yes, this is gradual compared to most industrial "tsunami" changes) - coming around to game changing change in the US system. Like in most industrial change, those who deny that change is really happening are the last to make the moves they need to make to survive. As a result, they become the losers... factories close, careers are lost, the weaker and smaller players are absorbed in mergers led by the larger and more competitive. Those who "get it" first, usually win first.

In this article, the predictions sound familiar to those who have played in large systems change...

"- We’ll see healthcare providers continue to focus on quality outcomes, patient safety, and patient satisfaction with continual emphasis on transparency relative to quality and price.

- We’ll continue to see healthcare providers develop operational improvements to gain efficiencies and cost savings as a result of lower reimbursement pressure from payors.

- We’ll continue to see consolidation in the industry with larger health systems growing even larger.

- We’ll see initiatives to develop stronger physician alignment by hospitals and health systems with special emphasis on alignment with primary care physicians.

- Technology will continue to play a greater role in our industry—I’m not only referring to the electronic health record and big data, but social media as well."

Healthcare, welcome to the world of Automotive, Textiles, Computing, etc., etc. If you are in the denial camp or in the "repeal it" camp, start thinking about your next career, because this one is over. Even if US political parties changed today it would be too late to stop the trends and the realigning of the system.

What's the greatest lesson to apply from the others who have gone before you? Get everyone aligned on a different future... now. Spend time experimenting with new directions, quickly ride the waves that work for you, and learn how to recognize the practices, and thinking that keep you in the old system and prevent you from building the new.

Or you could wait around and deny that change is coming. Ask American Motors Corporation how that worked for them... AMC who?

ScottsMiracle-Gro: A Business in Transformation Consumer Goods Technology ScottsMiracle-Gro also works with the McChrystal Group and its CrossLead operating model to improve ScottsMiracle-Gro's competency in aligning as a management team across the...

Billy R Bennett's insight:

It's not often you see OD work applied to the "IT" group and the development of their leadership skills...Usually, any organization development effort is applied to clean up after major IT implementations.This is a good example of challenging the information techies to be more than creative mechanics. ScottsMiracle Gro is investing in IT as leaders of of the business and owners of the vision.

“In order to create alignment and increase sales in your organization, you must first identify what type of employees you have. Then you can create a game plan. (There are 2 types of salespeople: which does your organization have?”

Billy R Bennett's insight:

A good little article for all leaders who need to align employees to new ideas and initiatives... Not just sales people. The secret in this is providing an opportunity for choice. When choice is not a part of your alignment philosophy, your chance of long term success is poor at best. So, as in this article are you selling by telling? Or are you providing questions and alternatives that allow and encourage choice?Billy Bennettwww.pyramidodi.com

7 Things to Keep in Mind When Setting IntentionsHuffington PostWith an intention, the universe's forces align to make even the most difficult thing possible. Your intentions will give you greater control of your life.

Billy R Bennett's insight:

Perhaps before you work on alginment of your staff you should work on self-alignment. This is a good short article on creating "intent". There are 8 (not seven) pieces of advice in creating intent...

Authenticity counts. Who are you? What do you really want? What's your mission? My take: Be clear - no, be blunt with yourself. Your purpose should both create exciting - and frightening clarity.

It's not necessarily about balance but alignment.Let each part of your life support each other. My take: What a thought provoking comment. How you assemble your life does create balance. However, be careful to only create a scaffolding of items. Fill in too much detail and too much control may lead to missed opportunities.

Be clear and specific. Place deadlines, or a time frame, on your goals. My take: what's often more important is sharing these goals with people who matter.

Watch your language! Did you know the word "want," really means "lack?" My take: State the future as a definate to be attained.

Lather, rinse, repeat... Write down your intention, say it and repeat it over and over again.

Look forward, not back. Focus on what your life will look like when the goal is achieved My take: clarity of the future is clarity of intention

Practice gratitude.Each night write down a couple of things for which you are grateful. My take: Can you imagine the power of ending each day with at least two things that made the day?

Be determined. All the time, not just when you've reached your goal. My take: Forward progress is not just an intent - it is practicing intent each day.

Business InsiderHow To Find A Job That Doesn't Feel Like WorkBusiness InsiderAnd while job satisfaction or “doing work you love” is not a goal for everybody, for most the luxury of choice automatically imposes that pressure.

Billy R Bennett's insight:

You need to read this.

This is a good article for self coaching about finding your passion... but I want to put a different twist on this: Read this as a leader - "How do you help your people find jobs that fit their passion and don't suck?"

1. MATCH THEIR SKILLS AND TALENTS TO THE RIGHT WORK

Duh! Rarely do we put people in positions that fit them. Too often we check the boxes of basic skill sets, put them in a job... and leave them. We hope they will live well and prosper - but too many stay right there. Going through the motions of a passionless job.

2. UNDERSTAND THIER OWN (LONG-TERM) AMBITION

How often have you had the "What do you want to be when you grow up?"conversation with your employees. If you don't know the ambitions of your employees how can you understand where you will have the opportunity to combine personal passion with business need and create wonderfully engaged employees. Try this, for the next week have that conversation with at least one person every day. Who knows it may inspire you.

3. DON’T ASSUME THEY ARE THERE BECASUE THAT'S WHERE THEY WANT TO BE

People often land in places of convienience or opportunity. Not due to a plan. There is nothing wrong with that. However, you have an opportunity to help people to make new connections of work and passion. You are exposed to conversations and opportunities where IF you are aware of the secret work passions of your employees you can create giant win-win results. You can assign people on temporary teams. You can send people on "field trips" to visit other work areas or jobs.

4. HELP THEM RECOGNIZE THE GOOD IN THEIR CURRENT WORK

Opportunities for passion do exist in current work. Unfortunately many folks can't see it. That's where leadership steps in - coaching employees in seeing the world differently is a great leader talent. Opening up everyone to the opportunities around them is a great way to create greater satisfaction today.

If you want real engagement and alignment then help people align thier passions for work to customers and business needs.

Not another change initiative? Some ideas on how change really works and implications for leaders. (See on www.slideshare.net ) Anne Egros's insight: Great presentation!

Billy R Bennett's insight:

Love Anne's comments.

I acutally had an opportunity to talk about the STEM cell idea with Anne recently. We use crisis intervention teams in operating units that have reached such a crisis point that it the business is threatened. According to Anne these teams reminded her of STEM cells... A STEM cell team. Wow do I like that - yes!

What's A STEM Cell Team?

These teams have the ability to arrive in a culture, adapt to the environment and resist the organization viruses that would normally arise to kill an external body. Others have marvelled at this unusual skill. I have always credited common values, a process that focuses first on relationship building, great operational skills and a clear sense of purpose. Embeding these experienced STEM cell crisis intervention teams allows us to make progress quickly and then easily allow new leaders to be "transplanted" with greater ease.

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